Executive Coaching - A Guide For The HR Professional.pdf

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158 EXECUTIVE COACHING ............................ Coaching Clients Things to Achieve Considerations • How tolerant is the organization to a long learning curve? • Will the organization tolerate some failures by the client? Expatriates Women and Multi-Cultural Candidates People on “Stretch” Assignments • Understanding of new culture • Ability to achieve results in new culture • Interpersonal sensitivity to different customs • Managing amid possible chaos • Credibility as a leader • Leadership skills (communication, strategic planning, and so forth) • Networks within and outside the organization • Demonstration of ability to achieve beyond previous levels • Short-term and possibly long-term business results • Excellence in execution • Does the coach possess understanding of how cultural differences show up? • How sensitive is the coach to multi-cultural issues? • How will the coach prioritize development plan actions that are affected most by cultural differences? • What characteristics of the coach will be most important to good chemistry? • How sensitive is the coach to diversity issues? • How much awareness does the coach possess about diversity within your organization’s culture? • How can I understand what constitutes high performance for the organization? • What new behaviors should be leveraged by the client? Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com
................................. Questions for an Interview with a Prospective Coach Here are some questions to add to your interview protocol when selecting the right coach. Elements of an appropriate response are provided in the bullet points. 1. Since the establishment of trust is so important to a coaching relationship, specifically what do you do in order to establish trust with a new client? What to look for in a response: • Appreciates the importance of trust • Has a sense of what he or she needs to do to build a safe relationship • Recognizes the need to establish a relationship with all stakeholders and knows how to proceed 2. Describe to me one of your most successful coaching engagements. Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com 159 ......
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About This Book Why is this topic i
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About Pfeiffer Pfeiffer serves the
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Copyright © 2005 by John Wiley & S
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viii CONTENTS ................. Sec
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Acknowledgments ...................
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2 INTRODUCTION ....................
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4 INTRODUCTION ....................
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6 EXECUTIVE COACHING ..............
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1 .................................
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Table 1.1 Driving Forces Behind Org
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• “Formally contracted” means
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What Is Coaching? 15 ..............
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When Is It Appropriate to Use Coach
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a “safe” environment in which t
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3 .................................
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eferences. It’s easier to get ref
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coaches do not have this certificat
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• Develops plans; establishes and
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How Do You Select a Coach? 35 .....
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Clearly, the internal coach should
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A final topic of possible interest
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4 .................................
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• A starting and possible ending
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What Are the Steps in the Coaching
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64 EXECUTIVE COACHING .............
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7 .................................
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What Is the Boss’s Role? 91 .....
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What Is the Boss’s Role? 93 .....
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What Is the Coach’s Role? 97 ....
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What Is the Coach’s Role? 99 ....
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serves as the catalyst in helping t
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What Is the Coach’s Role? 103 ...
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106 EXECUTIVE COACHING ............
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Page 181: Agreement Sample Agreement for Coac
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Page 191: Appendix ..........................
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214 BIBLIOGRAPHY ..................
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About the Authors .................
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Index .............................
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Index 221 ............ D Developmen
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Pfeiffer Publications Guide This gu
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to stimulate or refocus the group.
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for example. The way in which the r
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